Transnational corporations have come under pressure to show that their lobbying behavior is consistent with their corporate social responsibility (CSR) policies. Few empirical studies, however, have examined how companies coordinate their CSR and public policy activities or how aligned these activities are towards common goals. We address these questions by evaluating the testimony that large corporations have given to relevant UK parliamentary committees. Using an original coding frame, we assess the extent to which companies with strong CSR credentials align their testimony with the norms of the sustainability field as well as how supportive high CSR companies are of state interventions into the market. We find consistent differences in how high and low CSR companies lobby before these parliamentary committees. High CSR companies are more likely to discuss and support specific policy measures than their low CSR counterparts and to offer more fleshed out justifications for their policy positions.

The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.